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The marketing literature is rich in studies, but lacks strong models, on factors leading to cross-buying. Criticism of this literature lies in the focus on relationship depth and length rather than breadth. Most importantly, the majority of the previous relevant Studies have only implied the relationship between potential factors and cross-buying: there have been few established links confirmed by research data.

The contrast between the theory and practice of Islamic banking is generally acknowledged by many scholars. After more than three decades in operation, the rapid growth of the Islamic banking industry is, in reality being driven by the application of the debt-like contracts (e.g. murÁbaÎah and ijÁrah) rather than the profit and loss sharing contracts (e.g. muÃÁrabah and mushÁrakah). As the adaptation of the former contracts creates "unauthentic" Islamic financial products, many have questioned their compliance with sharÐÝah principles. The present study analyses this issue by examining the application of muÃÁrabah rules in Malaysian Islamic banking practices. It evaluates the extent to which the current practices fulfil the principles and the ethical framework of the muÃÁrabah contract as propounded by the classical jurists. The study also analyses the justifications of Malaysian sharÐÝah scholars for modification of the doctrine, adapting it to the modern banking business. The study found that the local sharÐÝah scholars have adopted an incoherent legal methodology when making their ijtihÁd. They can be very rigid, concentrating solely on the legal technicality and at the same time be very flexible, adapting an unregulated doctrine of maÒlaÎah. Therefore, some of their resolutions could be seen as contradictory to the rulings found in classical fiqh.

The purpose of this thesis is to explore the People's Liberation Army's (PLA) modernization efforts and how banking reforms are instrumental to that effort. China must modernize its weaponry in order for the PLA to be a credible military force and enable China to continue its rise as a regional and global power. Bank reforms are one methodology for continued PLA modernization because the PLA desperately needs significant and sustained defense budget expenditures in order to bring the PLA into the 21st century. PLA modernization expenditures will have to compete with other societal reform programs for the windfall from an expanding economy. As China becomes older, wealthier, and more urbanized, Chinese Communist Party leaders will come under increasing pressure to provide more social services to its citizens. Defense expenditures and PLA modernization efforts will have to compete with additional government spending on pensions, health care, public infrastructure and the environment. Continued banking reform is an essential component to grow the Chinese economy and secure the significant and sustained defense spending that is critical to the PLA modernization effort. / US Air Force (USAF) author.

<p> This research focused on hawala regulations in multiple jurisdictions, strategies of international bodies to mitigate illicit transfers, and implementation of a standardized approach to monitor money remittances. Transfer mechanisms used to remit funds internationally appeal to individuals, organized crime groups, terrorist financiers, and money launderers. Literature reviewed consisted of government studies, financial body reports, media articles, and peer-reviewed journals. Evaluation of different methodologies and the Financial Action Task Force&rsquo;s supervisory controls was completed. It was determined that economic pressure may impact financial networks and encourage compliance if regional government bodies have the necessary authority to enforce regulations. Research revealed recommendations for education programs to aid jurisdictions in setting up financial intelligence units, developing statutes tailored to their economies, and enforcement of supervisory controls. This report further suggested accountability amongst jurisdictions to reduce the ability of criminals and terrorist financiers to move their financial activities to areas with lax enforcement and corrupt governments that do not enforce regulatory recommendations. It also encouraged tracking financial activity and implementing licensing requirements to mitigate de-risking of high-risk customers with the provision of education to customers and third-parties through formal financial institutions. Reduction of unlicensed money remittances and mitigation of illicit funding benefiting organized crime and terrorism is the ultimate goal.</p>

<p> Credit unions, the cooperatives started by the people to serve the people, have experienced tremendous growth, success, and challenge since their inception in the mid-19^th century. While the overall number of members and assets are growing, the physical number of credit unions is decreasing due to mergers or insolvency, keeping market share stagnant for the past 20 years. As with all organizations, succession planning is essential to ensure a future. Considering a conceptual foundation including stakeholder theory and succession planning, the purpose of this qualitative study was to better understand how succession planning is utilized by CEOs of credit unions today, what impedes credit unions from succession planning and leadership development, as well as what tools or resources are needed within the industry to either build or enhance the succession planning efforts. </p><p> Based on in-depth interviews with eight current CEO&rsquo;s, findings revealed that succession planning is happening more frequently in large credit unions than previous research noted. CEOs are committed to their stakeholders and to the industry and are driving this process in their credit unions, they believe developing leaders is their main role, and they see succession planning as a competitive advantage because of the results it generates. To make the process successful, the CEOs are utilizing consultants, incorporating a variety of activities, focusing on innovation and technology, and challenging the talent management status quo. The CEOs did not believe suggested impediments from previous research were accurate. Rather, they believed that intrinsic factors got in the way including excuses, basic human nature and egos. To truly revolutionize the industry and gain market share, the CEOs shared that many strategies including hiring practices must change. </p><p> It is recommended that credit union leaders and directors become knowledgeable on succession planning and its benefits, connect strategic planning with talent management, and remove intrinsic obstacles to most effectively give back to their stakeholders. Additional research on smaller credit unions and their succession planning efforts, recruiting and hiring tactics for credit union CEOs, and the prioritization of succession planning, strategic planning, and financial results is needed.</p>